HIWAY The Design-Build Edition

THE DESIGN-BUILD EDITION

PATROON ISLAND NYS BEST VALUE PROJECT P.5

AWARD WINNING RAMP MQ P.9 2nd Quarter 2015

AT THE YARD: KEEPING HALMAR MOVING FORWARD P.30 HIWAY | 1

ABOUT

HIWAY FROM THE EDITOR We’re so glad to be bringing you the second edition of HI-WAY! We thank you for all the insight you’ve given us thusfar and will utilize that to bring you more of what you want from this communique in the future. The newsletter plays a vital part in the construction of Halmar’s legacy, as it chronicles the events, projects and people that make this company what it is. Just as different components are masterfully united by engineers to create something greater than the sum of its parts, so too, is HIWAY a component we aim to present as the organic memory bank of Halmar. Always evolving, yet never forgetting what brought us to where we are now.

Sincerely, Kim Begonja Editor

TOP CONTRIBUTORS James Ku, Sean Burke, Stefano Pappalardo,

© 2015 | 2 HIWAY

04 08 12 18 22 24 26 28 30 34

CURRENT PROJECT UPDATES

Curious about the latest word on any of our current projects?

Check the “Current Project Updates” section out and see what’s developing.

PROJECT SPOTLIGHT: RAMP MQ

An engineering triumph, Ramp MQ stands proudly as one of our most recent forays into the challenging world of design/build.

PROJECTS: YANKEE | ROUTE 42 | BELT PARKWAY OVER OCEAN PARKWAY

Our catalogue of design/build projects is extensive and this section walks you through some of our best with commentary from those who had a hand in their creation.

FLASHBACK: DESIGN-BUILD PROJECTS

Hi-Way takes you back for a look at Halmar’s Design-Build projects of yesteryear.

WELCOME TO THE DESIGN/BUILD ISSUE OF HI-WAY, THE HALMAR NEWSLETTER! DEAR EMPLOYEES

A WORD ABOUT SAFETY

Sit down with us as we chat with Safety Manager, Stefano Pappalardo about some invaluable tips that may just save your life.

DESIGNERS OF INFRASTRUCTURE

Design-Build is only as effective as the great minds behind its formulation. Get to know some of our best and brightest.

DRAFTING A DESIGN-BUILD The benefits of Design-Build.

HALMAR HAPPENINGS

Wondering who’s gotten hitched? A new parent? Or maybe what that new guy’s name is? Here’s the 411 on all our latest company happenings.

O

n behalf of the executive team & our marketing department, we are pleased to publish the second employee newsletter of Halmar HI-Way. This issue sheds some light on some of our best work in the Design-Build category. DesignBuild is at the heart of some of the most important conduits between locations and more than that, between the past and the future. Great visions can be adapted into concrete methods, which in turn serve to keep high-volume transportation hubs like the Stillwell Passenger Terminal, for example (one of many Design-Build projects in our stable), going strong even after they’ve fallen into disrepair. Design-Build can utilize that same strength of vision and funnel it into lightning-fast repair efforts when disaster strikes, as it did when Tropical Storm Irene hit and left Rt. 42 in desperate need of reconstruction.

We at Halmar are pleased to have some of the best minds behind Design-Build working for us and for the community at large.

Their efforts have helped piece together structures that many thought would be lost to various external forces, either natural disasters or simply the ravages of time. Day in and day out, they show us the true value inherent in our work as a civil construction firm. We design the great ideas necessary to preserve the public’s lifelines and we build them with the very same intensity, fervor and devotion to delivering only the finest results. Every time.

We’d like to thank everyone for the positive reception of our premiere issue and hope you enjoy this and other forthcoming issues of HI-Way, each one an individual building block in the great construct that is our history...and our Halmar. This is HI-Way.

AT THE YARD

What do we use to implement great Design-Build? Here are just a few examples from our vast array of equipment at the Maybrook yard.

Sincerely, Chris Larsen & Paul Atkins

TRANSFORMING THE JOB SITE

What construction may look like in the not too distant future.

HIWAY | 3

ABOUT

HIWAY FROM THE EDITOR We’re so glad to be bringing you the second edition of HI-WAY! We thank you for all the insight you’ve given us thusfar and will utilize that to bring you more of what you want from this communique in the future. The newsletter plays a vital part in the construction of Halmar’s legacy, as it chronicles the events, projects and people that make this company what it is. Just as different components are masterfully united by engineers to create something greater than the sum of its parts, so too, is HIWAY a component we aim to present as the organic memory bank of Halmar. Always evolving, yet never forgetting what brought us to where we are now.

Sincerely, Kim Begonja Editor

TOP CONTRIBUTORS James Ku, Sean Burke, Stefano Pappalardo,

© 2015 | 2 HIWAY

04 08 12 18 22 24 26 28 30 34

CURRENT PROJECT UPDATES

Curious about the latest word on any of our current projects?

Check the “Current Project Updates” section out and see what’s developing.

PROJECT SPOTLIGHT: RAMP MQ

An engineering triumph, Ramp MQ stands proudly as one of our most recent forays into the challenging world of design/build.

PROJECTS: YANKEE | ROUTE 42 | BELT PARKWAY OVER OCEAN PARKWAY

Our catalogue of design/build projects is extensive and this section walks you through some of our best with commentary from those who had a hand in their creation.

FLASHBACK: DESIGN-BUILD PROJECTS

Hi-Way takes you back for a look at Halmar’s Design-Build projects of yesteryear.

WELCOME TO THE DESIGN/BUILD ISSUE OF HI-WAY, THE HALMAR NEWSLETTER! DEAR EMPLOYEES

A WORD ABOUT SAFETY

Sit down with us as we chat with Safety Manager, Stefano Pappalardo about some invaluable tips that may just save your life.

DESIGNERS OF INFRASTRUCTURE

Design-Build is only as effective as the great minds behind its formulation. Get to know some of our best and brightest.

DRAFTING A DESIGN-BUILD The benefits of Design-Build.

HALMAR HAPPENINGS

Wondering who’s gotten hitched? A new parent? Or maybe what that new guy’s name is? Here’s the 411 on all our latest company happenings.

O

n behalf of the executive team & our marketing department, we are pleased to publish the second employee newsletter of Halmar HI-Way. This issue sheds some light on some of our best work in the Design-Build category. DesignBuild is at the heart of some of the most important conduits between locations and more than that, between the past and the future. Great visions can be adapted into concrete methods, which in turn serve to keep high-volume transportation hubs like the Stillwell Passenger Terminal, for example (one of many Design-Build projects in our stable), going strong even after they’ve fallen into disrepair. Design-Build can utilize that same strength of vision and funnel it into lightning-fast repair efforts when disaster strikes, as it did when Tropical Storm Irene hit and left Rt. 42 in desperate need of reconstruction.

We at Halmar are pleased to have some of the best minds behind Design-Build working for us and for the community at large.

Their efforts have helped piece together structures that many thought would be lost to various external forces, either natural disasters or simply the ravages of time. Day in and day out, they show us the true value inherent in our work as a civil construction firm. We design the great ideas necessary to preserve the public’s lifelines and we build them with the very same intensity, fervor and devotion to delivering only the finest results. Every time.

We’d like to thank everyone for the positive reception of our premiere issue and hope you enjoy this and other forthcoming issues of HI-Way, each one an individual building block in the great construct that is our history...and our Halmar. This is HI-Way.

AT THE YARD

What do we use to implement great Design-Build? Here are just a few examples from our vast array of equipment at the Maybrook yard.

Sincerely, Chris Larsen & Paul Atkins

TRANSFORMING THE JOB SITE

What construction may look like in the not too distant future.

HIWAY | 3

PROJECT UPDATES

The latest going on at your site from your Project Managers

For a more inDepth look, check out the portal for the complete update.

PATH HARRISON STATION REPLACEMENT Contract #: PAT-024.028A | Port Authority of NY/NJ Project Manager: Terrence O’Connell

A

pproximately 60% of the overall project has been negotiated to date-East Station Houses and Platforms. Submittals for this work are underway. The Port Authority has elected not to perform the remaining 40% of the Project at this time. The project schedule currently shows May 2017 completion of the East station houses I platforms and June 2019 completion for the West station houses I platforms should the Port Authority elect to perform this work. To date, Halmar has commenced work in all 4 quadrants of the site. Halmar has completed the removal of the existing asphalt parking lot (approx. 31,000SF) and relocated existing water/sewer lines in the final footprint of the Southeast station house. Halmar has also commissioned the new west temporary platforms and started East existing platform lead/asbestos abatement. The Northeast station house foundations have also been constructed.

PATROON ISLAND BRIDGE REHABILITATION Contract #: D262091 | NYSDOT Project Manager: Donal Curley

T

he Patroon Team has been working days, nights and weekends on Phase 2 of the panel operations and are on track to have all 1079 precast deck panels installed by the end of July 2015. The use of an LR1400 (440T) Crawler crane on land with 130ft of Jib allowed the team to free up valuable deck area and to set panels where prior installation methods had called for two 170 -T cranes on deck doing tandem picks.

Structural lifting of the heaviest Bridge jacking loads in NY State has been completed on three of the eight locations and will be completed by the end of October. A trolley beam system suspended from the truss system means the barge could be eliminated for interim move of the jacking setups in the water and will only return to remove the towers at completion. Painting operations are progressing in both the Stacked Bridges and on the main Patroon Island Bridge and is following the completion on panel work. Two concrete piers remain to be completed in the Stacked Bridges and drainage work, paving, guide rail and restoration will be closing out the project towards the end of the year.

LAGUARDIA CAPITAL INFRASTRUCTURE PROGRAM Contract #: PAT-024.028A | Port Authority of NY/NJ Project Manager: John Cinguina

L

GA is performing work on 6 of the 8 work orders. The work orders include 4 airside duct bank jobs, one landside duct bank, a toll plaza, foundation for the pedestrian bridge and a lighting vault. The lighting vault will start in June. Presently the utilities have been relocated for the pedestrian bridge. Mini piles are being completed and Halmar will install foundation for the pedestrian bridge. Halmar will be managing the superstructure work.

Halmar opened the toll plaza to vehicles on April 30, 2015. Halmar is removing the existing toll structure to make room for the comfort station. Halmar will also be installing a new light pole and repaving the parking lot in the upcoming months. The contract is valued at approximately $150 million dollars. We are presently 36% complete.

HIWAY | 4

RAMP MQ

Contract #: RK-73 | TBTA/MTA Project Manager: Brendan McLaughlin

O

n August 29th 2014, Halmar completed the milestone of re-opening the entire Ramp MQ to final traffic configuration-which triggered the incentive bonus for the project. In the fall of 2014, the crews completed punch-list items on the new roadway and also finished the remaining work underneath Ramp MQ including re-grading and paving the majority of parking lots for TBTA and NYPD vehicles. Additionally, the TBTA and Halmar negotiated 2 big change orders. One for Fiber Reinforced Polymer (FRP) on the existing concrete pier caps and the other for adding over 5,000 LF of fencing on the barrier at various locations on the RFK Bridge. Our crews finished the Ramp MQ project in late 2014.

HIWAY | 5

PROJECT UPDATES

The latest going on at your site from your Project Managers

For a more inDepth look, check out the portal for the complete update.

PATH HARRISON STATION REPLACEMENT Contract #: PAT-024.028A | Port Authority of NY/NJ Project Manager: Terrence O’Connell

A

pproximately 60% of the overall project has been negotiated to date-East Station Houses and Platforms. Submittals for this work are underway. The Port Authority has elected not to perform the remaining 40% of the Project at this time. The project schedule currently shows May 2017 completion of the East station houses I platforms and June 2019 completion for the West station houses I platforms should the Port Authority elect to perform this work. To date, Halmar has commenced work in all 4 quadrants of the site. Halmar has completed the removal of the existing asphalt parking lot (approx. 31,000SF) and relocated existing water/sewer lines in the final footprint of the Southeast station house. Halmar has also commissioned the new west temporary platforms and started East existing platform lead/asbestos abatement. The Northeast station house foundations have also been constructed.

PATROON ISLAND BRIDGE REHABILITATION Contract #: D262091 | NYSDOT Project Manager: Donal Curley

T

he Patroon Team has been working days, nights and weekends on Phase 2 of the panel operations and are on track to have all 1079 precast deck panels installed by the end of July 2015. The use of an LR1400 (440T) Crawler crane on land with 130ft of Jib allowed the team to free up valuable deck area and to set panels where prior installation methods had called for two 170 -T cranes on deck doing tandem picks.

Structural lifting of the heaviest Bridge jacking loads in NY State has been completed on three of the eight locations and will be completed by the end of October. A trolley beam system suspended from the truss system means the barge could be eliminated for interim move of the jacking setups in the water and will only return to remove the towers at completion. Painting operations are progressing in both the Stacked Bridges and on the main Patroon Island Bridge and is following the completion on panel work. Two concrete piers remain to be completed in the Stacked Bridges and drainage work, paving, guide rail and restoration will be closing out the project towards the end of the year.

LAGUARDIA CAPITAL INFRASTRUCTURE PROGRAM Contract #: PAT-024.028A | Port Authority of NY/NJ Project Manager: John Cinguina

L

GA is performing work on 6 of the 8 work orders. The work orders include 4 airside duct bank jobs, one landside duct bank, a toll plaza, foundation for the pedestrian bridge and a lighting vault. The lighting vault will start in June. Presently the utilities have been relocated for the pedestrian bridge. Mini piles are being completed and Halmar will install foundation for the pedestrian bridge. Halmar will be managing the superstructure work.

Halmar opened the toll plaza to vehicles on April 30, 2015. Halmar is removing the existing toll structure to make room for the comfort station. Halmar will also be installing a new light pole and repaving the parking lot in the upcoming months. The contract is valued at approximately $150 million dollars. We are presently 36% complete.

HIWAY | 4

RAMP MQ

Contract #: RK-73 | TBTA/MTA Project Manager: Brendan McLaughlin

O

n August 29th 2014, Halmar completed the milestone of re-opening the entire Ramp MQ to final traffic configuration-which triggered the incentive bonus for the project. In the fall of 2014, the crews completed punch-list items on the new roadway and also finished the remaining work underneath Ramp MQ including re-grading and paving the majority of parking lots for TBTA and NYPD vehicles. Additionally, the TBTA and Halmar negotiated 2 big change orders. One for Fiber Reinforced Polymer (FRP) on the existing concrete pier caps and the other for adding over 5,000 LF of fencing on the barrier at various locations on the RFK Bridge. Our crews finished the Ramp MQ project in late 2014.

HIWAY | 5

PITKIN YARD

Contract #: C34914 Project Manager: Ed Seaman

T

he Scope of the work at Concourse Yard in the Bronx involves the construction of a new DC Switch Gear System including new feeders, new switch gear room, demolish the Old Stinger system and Install of a new stinger system and upgrade the fire alarm system.

Additionally we will have to remove & install multiple tracks on both sides of the Barn entrances. All this work will have to be achieved while keeping the barn active without interrupting its 24-7 operation. We are currently installing a Duct bank crossing 29 active tracks to install new feeders from the Substation to the barn. We are also installing 2-4” conduits along the east Wall of the building for the 2000 MCM Cables.

The scope of work at Pitkin Yard in Brooklyn involves the demolition of the existing stinger system and building a new stinger system. We also have to demolish and build a new roof for the shop, replace 10 existing fans, fan motor starters, wires & cables, build a new overhead bridge crane and replace the fire alarm system and a new PLC control panel. All of the work is to be done without shutting down or interrupting barn operations. We are currently replacing the North Section of the roof and installing a conduit raceway to carry over 5,000 lf of conduit and cable.

SHAFT 4

Contract #: DEL-359 | NYCDEP Project Manager: Leo Dragone

T

he original contract allowed for an 8 week shutdown of the Catskill Aqueduct that had to happen in October 2013 in order to complete the project as per the proposed sequence and 28-month contract schedule. Due to unknown field conditions and the Bureau of Water Supply (BWS) could not grant an eight week shutdown (Zero flow) of the Catskill Aqueduct, the project had to be re-sequenced and a change order was issued.

The DEP, CM and Halmar worked together to work out of sequence and re-designed the interconnection of the Delaware to Catskill Aqueduct work. After numerous meetings, re-engineering, partnering with

HIWAY | 6

DEP and EOR, we encased the Catskill Aqueduct thru a horrible winter and completed the core drilling of seven holes thru the concrete encasement and Catskill Aqueduct to receive the 48” pipe in March 2014. The core drilling of the seven holes was completed around the clock with only a Five Day Shutdown of the Catskill Aqueduct and a million dollar change order.

The 48” DIP yard pipe was completed in August 2014, the 30” & 48” Carbon Steel piping in the existing and Shaft 4 addition was completed in October 2014 and the Shaft 4 building was backfilled in December 2014. Then we started the small piping, electrical, HVAC, instrumentation and we

were scheduled to receive substantial completion on June 2015, one month ahead of the contract completion date. After all the design changes, resequencing, etc. that were encountered in April 2015 we discovered the the cement lining in the 48” Shaft 4 pipe was delaminating. The cement lining in the pipe was delaminating since the flow through the pipes are higher than what AWWA specified for the cement lining. We were just issued a Change Order at the end of April to repair the cement lining and for the delay costs. This change order will push the contract completion from July 2015 to about February 2016.

Route 9W Bridge over Popolopen Creek Contract #: D262743 Project Manager: Brendan McLaughlin

H

almar was low bidder on the $12.3 million dollar bridge rehabilitation project in December 2014. The project was awarded by NYSDOT on February 17, 2015 and crews began working in the field soon after. The job is located on Route 9W half mile north of the Bear Mountain bridge in the town of Fort Montgomery, NY (Orange County). The project entails concrete and steel rehab on the 100 year old bridge, retaining wall, removal & replacement of vehicular and pedestrian railing, exodermic deck replacement, structural lifting operations, bearing replacements, and MPT with 3 traffic stages throughout the 1 year duration. The challenges for this project include an aggressive schedule (roadway work needs to be completed by Thanksgiving 2015) and difficult terrain for crews, equipment, and materials.

HIWAY | 7

PITKIN YARD

Contract #: C34914 Project Manager: Ed Seaman

T

he Scope of the work at Concourse Yard in the Bronx involves the construction of a new DC Switch Gear System including new feeders, new switch gear room, demolish the Old Stinger system and Install of a new stinger system and upgrade the fire alarm system.

Additionally we will have to remove & install multiple tracks on both sides of the Barn entrances. All this work will have to be achieved while keeping the barn active without interrupting its 24-7 operation. We are currently installing a Duct bank crossing 29 active tracks to install new feeders from the Substation to the barn. We are also installing 2-4” conduits along the east Wall of the building for the 2000 MCM Cables.

The scope of work at Pitkin Yard in Brooklyn involves the demolition of the existing stinger system and building a new stinger system. We also have to demolish and build a new roof for the shop, replace 10 existing fans, fan motor starters, wires & cables, build a new overhead bridge crane and replace the fire alarm system and a new PLC control panel. All of the work is to be done without shutting down or interrupting barn operations. We are currently replacing the North Section of the roof and installing a conduit raceway to carry over 5,000 lf of conduit and cable.

SHAFT 4

Contract #: DEL-359 | NYCDEP Project Manager: Leo Dragone

T

he original contract allowed for an 8 week shutdown of the Catskill Aqueduct that had to happen in October 2013 in order to complete the project as per the proposed sequence and 28-month contract schedule. Due to unknown field conditions and the Bureau of Water Supply (BWS) could not grant an eight week shutdown (Zero flow) of the Catskill Aqueduct, the project had to be re-sequenced and a change order was issued.

The DEP, CM and Halmar worked together to work out of sequence and re-designed the interconnection of the Delaware to Catskill Aqueduct work. After numerous meetings, re-engineering, partnering with

HIWAY | 6

DEP and EOR, we encased the Catskill Aqueduct thru a horrible winter and completed the core drilling of seven holes thru the concrete encasement and Catskill Aqueduct to receive the 48” pipe in March 2014. The core drilling of the seven holes was completed around the clock with only a Five Day Shutdown of the Catskill Aqueduct and a million dollar change order.

The 48” DIP yard pipe was completed in August 2014, the 30” & 48” Carbon Steel piping in the existing and Shaft 4 addition was completed in October 2014 and the Shaft 4 building was backfilled in December 2014. Then we started the small piping, electrical, HVAC, instrumentation and we

were scheduled to receive substantial completion on June 2015, one month ahead of the contract completion date. After all the design changes, resequencing, etc. that were encountered in April 2015 we discovered the the cement lining in the 48” Shaft 4 pipe was delaminating. The cement lining in the pipe was delaminating since the flow through the pipes are higher than what AWWA specified for the cement lining. We were just issued a Change Order at the end of April to repair the cement lining and for the delay costs. This change order will push the contract completion from July 2015 to about February 2016.

Route 9W Bridge over Popolopen Creek Contract #: D262743 Project Manager: Brendan McLaughlin

H

almar was low bidder on the $12.3 million dollar bridge rehabilitation project in December 2014. The project was awarded by NYSDOT on February 17, 2015 and crews began working in the field soon after. The job is located on Route 9W half mile north of the Bear Mountain bridge in the town of Fort Montgomery, NY (Orange County). The project entails concrete and steel rehab on the 100 year old bridge, retaining wall, removal & replacement of vehicular and pedestrian railing, exodermic deck replacement, structural lifting operations, bearing replacements, and MPT with 3 traffic stages throughout the 1 year duration. The challenges for this project include an aggressive schedule (roadway work needs to be completed by Thanksgiving 2015) and difficult terrain for crews, equipment, and materials.

HIWAY | 7

DESIGN-BUILD:

AS SEEN THROUGH THE EYES OF RAMP MQ Design–Build (or Design/Build, and abbreviated D–B or D/B accordingly) is a project delivery system used in the construction industry. It is a method to deliver a project in which the design and construction services are contracted by a single entity known as the design–builder or design–build contractor. In contrast to “design–bid–build” (or “design–tender”), design–build relies on a single point of responsibility contract and is used to minimize risks for the project owner and to reduce the delivery schedule by overlapping the design phase and construction phase of a project. “DB with its single point responsibility carries the clearest contractual remedies for the clients because the DB contractor will be responsible for all of the work on the project, regardless of the nature of the fault.”

Ramp MQ Project

Halmar’s impressive history of expertly crafted Design-Build projects has placed us at the forefront of Design-Build project delivery. This has required careful planning, professional execution, and a successful track record to be successful. Halmar International has the expertise and experience of over a billion dollars’ worth of Design-Build work, which includes: the first or first significant Design-Build projects for NYSDOT, NYCTA, MNCR, NJT, NYCDOT and TBTA. The fact that so many agencies have selected us to deliver their first D-B projects is a testament to our consistent commitment to quality, safety, and innovative value-engineering.

HIWAY | 8

The 26-month project to reconstruct the 54,000-square-foot Ramp MQ called for design and replacement of the existing elevated ramp to meet HS-25 design loads and current seismic standards. Thanks to expert utilization of the design/build format, the overall process was accelerated with portions being built upon completion of their respective designs. The project was completed in June of 2014, approximately 4 months ahead of schedule. Halmar was tasked with maintaining two lanes of traffic during peak driving hours where the ramp carried an average of 170,000 vehicles daily.

Engineers were able to do this by constructing a temporary two-lane wide bridge between the ramp and the main roadway, utilizing open, unused space.

During the design phase, the team also found concrete in 8 pier caps to be inadequate, and negotiated and designed new pier caps without substantially impacting the project schedule.

RK-73 was TBTA’s second and largest-to-date Design-Build contract. The 19 span replacement was completed early and under budget. Innovative traffic management maintained the travel lanes while accelerating project schedule. The project entailed widening a portion of the ramp; design and retrofit footings; and, replacement of pedestals, bearings, decks and

fixtures. The scope of work included replacement of steel superstructure with a new galvanized steel superstructure and a concrete deck. The substructure and footings were retrofitted and the use of seismic isolation bearings reduced the demand on the existing substructure.

The procedures and processes in place allowed Halmar to achieve virtually no remedial work. The fact that a project of this magnitude was completed without the necessity of any rework is highly indicative of the level of quality involved.

Part of the reason for Ramp MQ’s success was Halmar’s dedication to setting the tone during the project’s early stages that quality was important and that re-work of any kind would not be tolerated. Construction Work Plans were detailed and richly developed. A Quality Control Manager was present on-site on a full-time basis, while Construction Managers worked with Superintendents and QC Managers on a daily basis. Keeping everyone aware of any potential problems as early as possible and as openly as possible was integral to the project’s success.

Ramp MQ highlighted Halmar’s dedication to delivering not only the best in Design-Build, but also the best in teamwork, open communication and a desire to succeed.

HIWAY | 9

DESIGN-BUILD:

AS SEEN THROUGH THE EYES OF RAMP MQ Design–Build (or Design/Build, and abbreviated D–B or D/B accordingly) is a project delivery system used in the construction industry. It is a method to deliver a project in which the design and construction services are contracted by a single entity known as the design–builder or design–build contractor. In contrast to “design–bid–build” (or “design–tender”), design–build relies on a single point of responsibility contract and is used to minimize risks for the project owner and to reduce the delivery schedule by overlapping the design phase and construction phase of a project. “DB with its single point responsibility carries the clearest contractual remedies for the clients because the DB contractor will be responsible for all of the work on the project, regardless of the nature of the fault.”

Ramp MQ Project

Halmar’s impressive history of expertly crafted Design-Build projects has placed us at the forefront of Design-Build project delivery. This has required careful planning, professional execution, and a successful track record to be successful. Halmar International has the expertise and experience of over a billion dollars’ worth of Design-Build work, which includes: the first or first significant Design-Build projects for NYSDOT, NYCTA, MNCR, NJT, NYCDOT and TBTA. The fact that so many agencies have selected us to deliver their first D-B projects is a testament to our consistent commitment to quality, safety, and innovative value-engineering.

HIWAY | 8

The 26-month project to reconstruct the 54,000-square-foot Ramp MQ called for design and replacement of the existing elevated ramp to meet HS-25 design loads and current seismic standards. Thanks to expert utilization of the design/build format, the overall process was accelerated with portions being built upon completion of their respective designs. The project was completed in June of 2014, approximately 4 months ahead of schedule. Halmar was tasked with maintaining two lanes of traffic during peak driving hours where the ramp carried an average of 170,000 vehicles daily.

Engineers were able to do this by constructing a temporary two-lane wide bridge between the ramp and the main roadway, utilizing open, unused space.

During the design phase, the team also found concrete in 8 pier caps to be inadequate, and negotiated and designed new pier caps without substantially impacting the project schedule.

RK-73 was TBTA’s second and largest-to-date Design-Build contract. The 19 span replacement was completed early and under budget. Innovative traffic management maintained the travel lanes while accelerating project schedule. The project entailed widening a portion of the ramp; design and retrofit footings; and, replacement of pedestals, bearings, decks and

fixtures. The scope of work included replacement of steel superstructure with a new galvanized steel superstructure and a concrete deck. The substructure and footings were retrofitted and the use of seismic isolation bearings reduced the demand on the existing substructure.

The procedures and processes in place allowed Halmar to achieve virtually no remedial work. The fact that a project of this magnitude was completed without the necessity of any rework is highly indicative of the level of quality involved.

Part of the reason for Ramp MQ’s success was Halmar’s dedication to setting the tone during the project’s early stages that quality was important and that re-work of any kind would not be tolerated. Construction Work Plans were detailed and richly developed. A Quality Control Manager was present on-site on a full-time basis, while Construction Managers worked with Superintendents and QC Managers on a daily basis. Keeping everyone aware of any potential problems as early as possible and as openly as possible was integral to the project’s success.

Ramp MQ highlighted Halmar’s dedication to delivering not only the best in Design-Build, but also the best in teamwork, open communication and a desire to succeed.

HIWAY | 9

A BIRD’S EYE VIEW

The most visible bridge project in New York State

7 of the 18 existing cap beams were found to have poor concrete and needed to be replaced. The photo is of one being replaced.

One of the many requirements from the TBTA was that the formwork deck needed to be removable.

Galvanized steel beams installed to eliminate the costly process of maintaining painted beams.

Installing galvanized reinforcement bars in the new elevated deck. The temporary cross over just north allowed elimination of longitudinal construction joints

RAMP MQ In June 2012, Halmar International was awarded by the TBTA a $50 million Design/Build project for the reconstruction of the Robert F. Kennedy Bridge’s Manhattan/ HIWAY | 10

Queens Ramp. The 26-month project to reconstruct the 54,000-square-foot ramp called for the design and replacement of the existing elevated ramp to meet HS-

25 design loads and current seismic standards. This project received an ENR Award of Merit for Highways/ Bridges, and an ACEC Engineering Excellence Platinum Award.

HIWAY | 11

A BIRD’S EYE VIEW

The most visible bridge project in New York State

7 of the 18 existing cap beams were found to have poor concrete and needed to be replaced. The photo is of one being replaced.

One of the many requirements from the TBTA was that the formwork deck needed to be removable.

Galvanized steel beams installed to eliminate the costly process of maintaining painted beams.

Installing galvanized reinforcement bars in the new elevated deck. The temporary cross over just north allowed elimination of longitudinal construction joints

RAMP MQ In June 2012, Halmar International was awarded by the TBTA a $50 million Design/Build project for the reconstruction of the Robert F. Kennedy Bridge’s Manhattan/ HIWAY | 10

Queens Ramp. The 26-month project to reconstruct the 54,000-square-foot ramp called for the design and replacement of the existing elevated ramp to meet HS-

25 design loads and current seismic standards. This project received an ENR Award of Merit for Highways/ Bridges, and an ACEC Engineering Excellence Platinum Award.

HIWAY | 11

D Pro es j ig ec n- t o Bu f ild the In Y sti ea tu r te A of wa A rd m er ic a

MOST NOTED PROJECTS

by

From opening day to emergency relief, we own Design-Build

Halmar was responsible for construction of the new Metro-North station adjacent to the new Yankee Stadium and baseball park. The station is located on the north side of 161st Street in the Bronx. It has two 10-car platforms, a 10,000 sq. ft. covered mezzanine, A 150 ft bridge over MNR, and a 256 ft. pedestrian overpass bridge structure, including elevators and stairs. The overpass and bridge structure is located just north of 153rd Street. Work included track installation, a new Con Ed feeder vault and station systems consisting of electrical power, communications, HVAC, lighting, CCTV infrastructure, Customer Information Sign (CIS) infrastructure and elevators.

YANKEE STADIUM RAIL STATION The Yankee Stadium Rail Station is an elevated platform train station that was designed to serve the new Yankee Stadium, financed jointly by Metro North Railroad and the City of New York. The station consists of four major program elements: passenger platforms, elevated mezzanine to serve platforms, pedestrian overpass across private property to access the mezzanine from the original Yankee Stadium at 158th St., and station offices at the far end of the mezzanine. It was classified as a Design-Build project in association with Shaw Group Engineers, and Halmar International/ CCA Civil Contractors. It was built in the context of major sports and commercial developments in the Bronx.

The station is part of the Metro-North commuter rail service, which is managed by the MTA. The four tracks of Metro-North’s Hudson line pass west of the stadium and the tracks

YANKEE STADIUM RAIL STATION

HIWAY | 12

Extensive use of precast was utilized to alleviate construction restrictions due to on-going railroad operations. Additionally, a bridge over MNR railroad and

are located about 50 feet west to allow for construction of two center-island platforms. The award-winning design provides space for four 10-car trains to be loaded or unloaded at one time. Additionally, four staircases and two elevators connect the platforms to a 10,000-square-foot covered mezzanine.

From the mezzanine, a 450-foot-long, 25-foot wide overpass leads to the stadium and the parks on the waterfront. The overpass is located north of 153rd Street.

With its construction, Yankee Stadium became one of the most transit-accessible stadiums in the country; it enhanced public transportation to the area and greatly reduced neighborhood traffic on game days. Approximately 10,000 people use the station on game days, and up to 5,000 more use the overpass to reach their cars in the area’s west lot.

a 256 ft-long pedestrian bridge were constructed and a combination of concrete filled pipe piles, mini-piles and H-piles support the various structures.

HIWAY | 13

D Pro es j ig ec n- t o Bu f ild the In Y sti ea tu r te A of wa A rd m er ic a

MOST NOTED PROJECTS

by

From opening day to emergency relief, we own Design-Build

Halmar was responsible for construction of the new Metro-North station adjacent to the new Yankee Stadium and baseball park. The station is located on the north side of 161st Street in the Bronx. It has two 10-car platforms, a 10,000 sq. ft. covered mezzanine, A 150 ft bridge over MNR, and a 256 ft. pedestrian overpass bridge structure, including elevators and stairs. The overpass and bridge structure is located just north of 153rd Street. Work included track installation, a new Con Ed feeder vault and station systems consisting of electrical power, communications, HVAC, lighting, CCTV infrastructure, Customer Information Sign (CIS) infrastructure and elevators.

YANKEE STADIUM RAIL STATION The Yankee Stadium Rail Station is an elevated platform train station that was designed to serve the new Yankee Stadium, financed jointly by Metro North Railroad and the City of New York. The station consists of four major program elements: passenger platforms, elevated mezzanine to serve platforms, pedestrian overpass across private property to access the mezzanine from the original Yankee Stadium at 158th St., and station offices at the far end of the mezzanine. It was classified as a Design-Build project in association with Shaw Group Engineers, and Halmar International/ CCA Civil Contractors. It was built in the context of major sports and commercial developments in the Bronx.

The station is part of the Metro-North commuter rail service, which is managed by the MTA. The four tracks of Metro-North’s Hudson line pass west of the stadium and the tracks

YANKEE STADIUM RAIL STATION

HIWAY | 12

Extensive use of precast was utilized to alleviate construction restrictions due to on-going railroad operations. Additionally, a bridge over MNR railroad and

are located about 50 feet west to allow for construction of two center-island platforms. The award-winning design provides space for four 10-car trains to be loaded or unloaded at one time. Additionally, four staircases and two elevators connect the platforms to a 10,000-square-foot covered mezzanine.

From the mezzanine, a 450-foot-long, 25-foot wide overpass leads to the stadium and the parks on the waterfront. The overpass is located north of 153rd Street.

With its construction, Yankee Stadium became one of the most transit-accessible stadiums in the country; it enhanced public transportation to the area and greatly reduced neighborhood traffic on game days. Approximately 10,000 people use the station on game days, and up to 5,000 more use the overpass to reach their cars in the area’s west lot.

a 256 ft-long pedestrian bridge were constructed and a combination of concrete filled pipe piles, mini-piles and H-piles support the various structures.

HIWAY | 13

IRENE HITS HARD

From opening day to emergency relief, we own Design-Build

Hurricane Irene was a large and destructive tropical cyclone, which affected much of the Caribbean and East Coast of the United States during late August 2011. Throughout its path, Irene caused widespread destruction and at least 56 deaths. Damage estimates throughout the United States are estimated near $15.6 billion, which made it the seventh costliest hurricane in United States history, only behind Hurricane Andrew of 1992, Hurricane Ivan of 2004, Hurricanes Wilma and Katrina of 2005, Hurricane Ike of 2008, and Hurricane Sandy in 2012. In addition, monetary losses in the Caribbean and Canada were $830 million and $130 million respectively for a total of nearly $16.6 billion in damage.

EMERGENCY REPAIR OF ROUTE 42

T

ropical Storm Irene left its mark throughout New York and the tri-state region on August 28th, 2011, with the area of Lexington suffering heavy bridge and road damage.

Governor Andrew Cuomo issued Executive Order 19 to aid in the emergency response and speedy recovery of areas ravaged

by Hurricane Irene and Tropical Storm Lee. The Executive Order authorized the New York State Department of Transportation to combine design and construction services into single contracts, allowing expedited repair work vital to infrastructure damaged by the recent storms.

In determining the final successful team, the department used the best-value approach, which evaluated the costs and the technical proposals to complete the work submitted by the Design-Build teams. Halmar International LLC in combination with McLaren Engineering Group was the best-value team selected with a cost of $14.1 million. This team’s proposal was among five that NYSDOT received.

HIWAY | 14

Halmar International, with its design partner McLaren, was chosen to remove 2 existing bridge structures along Route 42 over the West Kill River, one 100’ and one 150’ long, walls between Route 23A to the north and Route 28 to the south. New bridges were erected based on Engineering Designs by McLaren, and included piles, foundations, abutments, wingwalls, bearings, superstructure and guiderails. One bridge was reconstructed as a single span structure with a span length of 100 ft, and the other bridge was reconstructed with a 150 ft single span structure; both bridges supported by integral abutments. Additional work included three miles of roadside reconstruction between the bridges, guiderail repair/replacement, culvert cleaning, rehabilitation and replacement, mudslide removal and slope stabilization, signage, environmental management, and debris removal.

The Catskills-area stretch suffered flooding during Hurricane Irene and Tropical Storm Lee. “Restoring Route 42 for Ulster and Greene counties by February is a top priority,” says NYSDOT

Commissioner Joan McDonald. Crews were working six days a Bridges were opened ahead of schedule due to Halmar’s unparweek to mobilize the preliminary design phase. “The key thing alleled Design/Build approach, with Governor Cuomo stating, is to get the steel into fabrication. We almost had the steel “The project would have taken an extra six months to complete designed before we started fabrication,” under standard methods.” Mike Elmendorf, Presisays Chris Larsen, Halmar Principal. “For dent and CEO of the Associated General Contracme, it is really important that we show tors of New York State, said: “Governor Cuomo, everyone design-build is really a good Commissioner McDonald and their teams are to THE PROJECT solution that benefits the DOT.” be commended for the manner in which they and WOULD HAVE the State of New York have risen to the challenge “The team will use precast-concrete of rebuilding in the destructive wakes of Irene and TAKEN AN EXTRA decks. Although the precast system is Lee. New York’s contractor community has stood SIX MONTHS TO 20% to 30% more costly than the tradishoulder to shoulder as a partner with the State tional cast-in-place system, it will provide in those recovery efforts. Today’s announcement COMPLETE UNDER better quality since the bridge decks will highlights the innovative, ‘can-do’ spirit that has STANDARD be built indoors in a controlled environlong been the hallmark of New Yorkers - and shows ment,” Larsen said. “The precast system just what our industry is capable of doing.”

METHODS. also avoids costs for temporary heating ~ Governor Cuomo during winter construction,” he said.

“

HIWAY | 15

IRENE HITS HARD

From opening day to emergency relief, we own Design-Build

Hurricane Irene was a large and destructive tropical cyclone, which affected much of the Caribbean and East Coast of the United States during late August 2011. Throughout its path, Irene caused widespread destruction and at least 56 deaths. Damage estimates throughout the United States are estimated near $15.6 billion, which made it the seventh costliest hurricane in United States history, only behind Hurricane Andrew of 1992, Hurricane Ivan of 2004, Hurricanes Wilma and Katrina of 2005, Hurricane Ike of 2008, and Hurricane Sandy in 2012. In addition, monetary losses in the Caribbean and Canada were $830 million and $130 million respectively for a total of nearly $16.6 billion in damage.

EMERGENCY REPAIR OF ROUTE 42

T

ropical Storm Irene left its mark throughout New York and the tri-state region on August 28th, 2011, with the area of Lexington suffering heavy bridge and road damage.

Governor Andrew Cuomo issued Executive Order 19 to aid in the emergency response and speedy recovery of areas ravaged

by Hurricane Irene and Tropical Storm Lee. The Executive Order authorized the New York State Department of Transportation to combine design and construction services into single contracts, allowing expedited repair work vital to infrastructure damaged by the recent storms.

In determining the final successful team, the department used the best-value approach, which evaluated the costs and the technical proposals to complete the work submitted by the Design-Build teams. Halmar International LLC in combination with McLaren Engineering Group was the best-value team selected with a cost of $14.1 million. This team’s proposal was among five that NYSDOT received.

HIWAY | 14

Halmar International, with its design partner McLaren, was chosen to remove 2 existing bridge structures along Route 42 over the West Kill River, one 100’ and one 150’ long, walls between Route 23A to the north and Route 28 to the south. New bridges were erected based on Engineering Designs by McLaren, and included piles, foundations, abutments, wingwalls, bearings, superstructure and guiderails. One bridge was reconstructed as a single span structure with a span length of 100 ft, and the other bridge was reconstructed with a 150 ft single span structure; both bridges supported by integral abutments. Additional work included three miles of roadside reconstruction between the bridges, guiderail repair/replacement, culvert cleaning, rehabilitation and replacement, mudslide removal and slope stabilization, signage, environmental management, and debris removal.

The Catskills-area stretch suffered flooding during Hurricane Irene and Tropical Storm Lee. “Restoring Route 42 for Ulster and Greene counties by February is a top priority,” says NYSDOT

Commissioner Joan McDonald. Crews were working six days a Bridges were opened ahead of schedule due to Halmar’s unparweek to mobilize the preliminary design phase. “The key thing alleled Design/Build approach, with Governor Cuomo stating, is to get the steel into fabrication. We almost had the steel “The project would have taken an extra six months to complete designed before we started fabrication,” under standard methods.” Mike Elmendorf, Presisays Chris Larsen, Halmar Principal. “For dent and CEO of the Associated General Contracme, it is really important that we show tors of New York State, said: “Governor Cuomo, everyone design-build is really a good Commissioner McDonald and their teams are to THE PROJECT solution that benefits the DOT.” be commended for the manner in which they and WOULD HAVE the State of New York have risen to the challenge “The team will use precast-concrete of rebuilding in the destructive wakes of Irene and TAKEN AN EXTRA decks. Although the precast system is Lee. New York’s contractor community has stood SIX MONTHS TO 20% to 30% more costly than the tradishoulder to shoulder as a partner with the State tional cast-in-place system, it will provide in those recovery efforts. Today’s announcement COMPLETE UNDER better quality since the bridge decks will highlights the innovative, ‘can-do’ spirit that has STANDARD be built indoors in a controlled environlong been the hallmark of New Yorkers - and shows ment,” Larsen said. “The precast system just what our industry is capable of doing.”

METHODS. also avoids costs for temporary heating ~ Governor Cuomo during winter construction,” he said.

“

HIWAY | 15

This is how Halmar works with community & state

d ar E ar e e at Y SC w 10 A d A ri-St the p r T f 05 uil Y o s To ea 20 /B N ct n e Y IA roje dg he ig i t es DB P Br f D 05 ion s & ts o c 20 tat r ad je po Ro Pro ns 04 e Tra 20 ridg B

AWARD WINNING PROJECTS BELT PARKWAY OVER OCEAN PARKWAY

THE BIDDING PROCESS

The Belt Parkway Bridge over Ocean Parway in Brooklyn, NY carries over 166,000 vehicles per day in close proximity to nearby Coney Island Hospital, Abraham Lincoln High School, numerous apartment buildings and local businesses. Its deteriorated state necessitated a complete overhaul. To accomplish this, the New York City Department of Transportation, Design-Build Group fostered interactive design and construction activities and delivered this 2,400 SQM bridge replacement project in just one construction season. Community and traffic impacts were minimized by meticulous and sensitive planning in all phases of the work. Construction activity impacting traffic was limited to just 265 days.

Such dramatic expediency was necessary in order to minimize disruption to the 166,000 average daily traffic volume that used the Belt Parkway, which is after all, a major artery through Brooklyn that had a large hospital and two schools fronting on the project limits.

So, how was such a tremendous feat accomplished in such a record short amount of time? To minimize erection time the entire bridge, consisting of 51 precast bridge units, was pre-erected at Fort Miller’s plant. After all units were accurately positioned, holes were drilled for diaphragms and splice plates. The concrete deck, containing micro silica, flyash and corrosion inhibitor, coupled with stainless steel reinforcement was made continuous with the loop-on-loop closure pour to provide the NYCDOT with a structure that has an expected design life of 75 years. The project involved

HIWAY | 16

The NYCDOT utilized a modified “A” + “B” bidding method, where “A” equals the bid items and “B” equals a “Critical Duration” (number of days specified by the contractor) times $85,000 to translate the duration into a delay-related user cost. “Critical Duration” was defined as the period of time from when the Design-Build team permanently impacted the roadways for construction until the time that all new roadways were in their final completed configuration.

Incentive/disincentive and liquidated damages clauses were included in the contract to help ensure early completion of critical activities to minimize traffic disruption. The contract specified an incentive of $85,000 per day for completion before the “Critical Duration,” with a cap of $2M. Also specified was a disincentive of $85,000 per day for completion after the “Critical Duration,” with no dollar limit.

removing the existing and outdated cloverleaf ramps at Ocean Parkway and replacing them with a modified tight diamond interchange consisting of eight tangential ramps and dedicated turn lanes. Additionally, the Belt Parkway Bridge over Ocean Parkway was removed and replaced with a wider, longer structure that provides additional lanes and malls for Ocean Parkway. In order to minimize the impact of the bridge removal, a temporary bridge was constructed to the immediate south to maintain the existing number of lanes on the Belt Parkway.

Another interesting aspect of the project was that the deep foundations for the bridge consisted of mini-piles that were installed with limited headroom beneath the existing bridge, which remained in use while the foundations were built.

Onsite installation of each half of the new bridge took only a few nights in each of two weeks. The entire Design-Build project was completed in 14 months, including a 3-month winter shutdown. Construction would have taken 3 to 4 years using conventional methods.

The bridge is expected to see a 75-100 year service life due to the quality of its prefabricated components and the attention given to connection details, including the loop-onloop closure joints connecting the deck segments. Additionally, this project was selected

by Roads & Bridges Magazine in their November, 2004 issue as one of the top 10 bridge projects in the United States in 2004.

The engineer’s estimate for this project was $ 60.0M. The awarded bid of $55.5M from Granite Halmar Construction Co., Inc., was 8% or $4.5M less than the engineer’s estimate. There were 5 bidders on this project. The awarded bid proposed a “Critical Duration” of only 285 days, which was 300 “Critical Duration” days shorter than the low bid. Therefore, at $85,000 per day, the awarded bid was the best value, with a delay-related user cost that was $25M lower than the low bid.

HIWAY | 17

This is how Halmar works with community & state

d ar E ar e e at Y SC w 10 A d A ri-St the p r T f 05 uil Y o s To ea 20 /B N ct n e Y IA roje dg he ig i t es DB P Br f D 05 ion s & ts o c 20 tat r ad je po Ro Pro ns 04 e Tra 20 ridg B

AWARD WINNING PROJECTS BELT PARKWAY OVER OCEAN PARKWAY

THE BIDDING PROCESS

The Belt Parkway Bridge over Ocean Parway in Brooklyn, NY carries over 166,000 vehicles per day in close proximity to nearby Coney Island Hospital, Abraham Lincoln High School, numerous apartment buildings and local businesses. Its deteriorated state necessitated a complete overhaul. To accomplish this, the New York City Department of Transportation, Design-Build Group fostered interactive design and construction activities and delivered this 2,400 SQM bridge replacement project in just one construction season. Community and traffic impacts were minimized by meticulous and sensitive planning in all phases of the work. Construction activity impacting traffic was limited to just 265 days.

Such dramatic expediency was necessary in order to minimize disruption to the 166,000 average daily traffic volume that used the Belt Parkway, which is after all, a major artery through Brooklyn that had a large hospital and two schools fronting on the project limits.

So, how was such a tremendous feat accomplished in such a record short amount of time? To minimize erection time the entire bridge, consisting of 51 precast bridge units, was pre-erected at Fort Miller’s plant. After all units were accurately positioned, holes were drilled for diaphragms and splice plates. The concrete deck, containing micro silica, flyash and corrosion inhibitor, coupled with stainless steel reinforcement was made continuous with the loop-on-loop closure pour to provide the NYCDOT with a structure that has an expected design life of 75 years. The project involved

HIWAY | 16

The NYCDOT utilized a modified “A” + “B” bidding method, where “A” equals the bid items and “B” equals a “Critical Duration” (number of days specified by the contractor) times $85,000 to translate the duration into a delay-related user cost. “Critical Duration” was defined as the period of time from when the Design-Build team permanently impacted the roadways for construction until the time that all new roadways were in their final completed configuration.

Incentive/disincentive and liquidated damages clauses were included in the contract to help ensure early completion of critical activities to minimize traffic disruption. The contract specified an incentive of $85,000 per day for completion before the “Critical Duration,” with a cap of $2M. Also specified was a disincentive of $85,000 per day for completion after the “Critical Duration,” with no dollar limit.

removing the existing and outdated cloverleaf ramps at Ocean Parkway and replacing them with a modified tight diamond interchange consisting of eight tangential ramps and dedicated turn lanes. Additionally, the Belt Parkway Bridge over Ocean Parkway was removed and replaced with a wider, longer structure that provides additional lanes and malls for Ocean Parkway. In order to minimize the impact of the bridge removal, a temporary bridge was constructed to the immediate south to maintain the existing number of lanes on the Belt Parkway.

Another interesting aspect of the project was that the deep foundations for the bridge consisted of mini-piles that were installed with limited headroom beneath the existing bridge, which remained in use while the foundations were built.

Onsite installation of each half of the new bridge took only a few nights in each of two weeks. The entire Design-Build project was completed in 14 months, including a 3-month winter shutdown. Construction would have taken 3 to 4 years using conventional methods.

The bridge is expected to see a 75-100 year service life due to the quality of its prefabricated components and the attention given to connection details, including the loop-onloop closure joints connecting the deck segments. Additionally, this project was selected

by Roads & Bridges Magazine in their November, 2004 issue as one of the top 10 bridge projects in the United States in 2004.

The engineer’s estimate for this project was $ 60.0M. The awarded bid of $55.5M from Granite Halmar Construction Co., Inc., was 8% or $4.5M less than the engineer’s estimate. There were 5 bidders on this project. The awarded bid proposed a “Critical Duration” of only 285 days, which was 300 “Critical Duration” days shorter than the low bid. Therefore, at $85,000 per day, the awarded bid was the best value, with a delay-related user cost that was $25M lower than the low bid.

HIWAY | 17

r 02 ea 20 Y n e E tio f th SC c o A Se ct n je lita Pro po ld ro ui et -B M ign es D

DESIGN-BUILD FLASHBACK Why is Halmar the best at Design-Build? We’ve got history

ZEREGA AVENUE BUS MAINTENANCE & TRAINING FACILITY

Over the past two decades, New York City Transit has experienced skyrocketing costs based on design standards for a highly specialized, dedicated facility that would last virtually forever.

However, on the Zerega project, the ultimate goal was to design and build a maintenance facility with flexibility to meet the requirements of currently emerging technologies. This facility incorporates excellent lighting and ventilation in all work areas and large, open spaces, allowing freedom of bus movement, as well as flexibility to modify work/traffic flows. Our combined objective resulted in the creation of a facility that will maintain its market value for many years to come.

The Zerega Facility comprises 180,000 sf of high bay vehicle HIWAY | 18

maintenance area and 60,000 sf of office and classroom space.

The facility is New York City Transit’s main bus remanufacturing and mechanical training facility and is the first facility capable of handling CNG powered buses. Refurbishing capabilities at Zerega include, inspection, cleaning, bus-reassembly, dynamometer testing, bodywork and painting.

The facility is a concrete framed slab, supported on piles, structural steel frame, masonry and metal panel curtain wall with a standing seam roof. Roof mounted heat recovery units provide a minimum of 8 air changes per hour. Key industrial components of the facility include: compressed air systems, vehicle tailpipe and fume rail exhaust systems, bulk fluid dispensing systems,

outdoor compressed natural gas fueling facility, chassis and brake dynamometers and paint spray booth.

Utilizing design/build as the vehicle to perform this project has allowed multiple time saving techniques to be incorporated into the project. Some of these included the commencement of construction of the foundation and piles while still completing the design of the superstructure and also the pre-purchasing of long-lead items such as makeup air units, switchgear and lighting.

In order to meet the tight schedule, diligent planning and attention to detail was required at every level. At any one time, there were over 180 people working in the building. The work continued on a six-day week for most trades and a seven-day week for the electrical trades. In order to minimize the effect of a tight labor market, Halmar broke many of the work packages into several discrete packages. In the case of electrical work, there were four electrical subcontractors working on the project concurrently.

The partnering spirit adopted at the onset of the project continued throughout the very end of this highly successful project.

HIWAY | 19

r 02 ea 20 Y n e E tio f th SC c o A Se ct n je lita Pro po ld ro ui et -B M ign es D

DESIGN-BUILD FLASHBACK Why is Halmar the best at Design-Build? We’ve got history

ZEREGA AVENUE BUS MAINTENANCE & TRAINING FACILITY

Over the past two decades, New York City Transit has experienced skyrocketing costs based on design standards for a highly specialized, dedicated facility that would last virtually forever.

However, on the Zerega project, the ultimate goal was to design and build a maintenance facility with flexibility to meet the requirements of currently emerging technologies. This facility incorporates excellent lighting and ventilation in all work areas and large, open spaces, allowing freedom of bus movement, as well as flexibility to modify work/traffic flows. Our combined objective resulted in the creation of a facility that will maintain its market value for many years to come.

The Zerega Facility comprises 180,000 sf of high bay vehicle HIWAY | 18

maintenance area and 60,000 sf of office and classroom space.

The facility is New York City Transit’s main bus remanufacturing and mechanical training facility and is the first facility capable of handling CNG powered buses. Refurbishing capabilities at Zerega include, inspection, cleaning, bus-reassembly, dynamometer testing, bodywork and painting.

The facility is a concrete framed slab, supported on piles, structural steel frame, masonry and metal panel curtain wall with a standing seam roof. Roof mounted heat recovery units provide a minimum of 8 air changes per hour. Key industrial components of the facility include: compressed air systems, vehicle tailpipe and fume rail exhaust systems, bulk fluid dispensing systems,

outdoor compressed natural gas fueling facility, chassis and brake dynamometers and paint spray booth.

Utilizing design/build as the vehicle to perform this project has allowed multiple time saving techniques to be incorporated into the project. Some of these included the commencement of construction of the foundation and piles while still completing the design of the superstructure and also the pre-purchasing of long-lead items such as makeup air units, switchgear and lighting.

In order to meet the tight schedule, diligent planning and attention to detail was required at every level. At any one time, there were over 180 people working in the building. The work continued on a six-day week for most trades and a seven-day week for the electrical trades. In order to minimize the effect of a tight labor market, Halmar broke many of the work packages into several discrete packages. In the case of electrical work, there were four electrical subcontractors working on the project concurrently.

The partnering spirit adopted at the onset of the project continued throughout the very end of this highly successful project.

HIWAY | 19

JFK PERISHABLES CENTER

AVENEL STATION REC0NSTRUCTION

SOUTH FERRY TERMINAL

GRAND AVENUE BUS DEPOT

The Perishables Center Building 77 was a Design-Build project which included the completion of a 227K square foot steel structure warehouse and office building.

Halmar was responsible for New Jersey Transit’s design and construction of the new Avenel high level platform station.

Used by more than 6 million people each year, including commuter transfers from the Staten Island Ferry Terminal and tourists visiting Battery Park, Statue of Liberty and Ellis Island.

Between 2005-2007, MTA purchased 475 new high capacity, high customer amenity express buses and 284 new environmentally friendly hybrid electric local buses. MTA had ordered an additional 105 low-floor hybrid electric buses for delivery in 2009.

The Facility included a timeless yet modern design with economical exterior metal wall panels and bright accents to achieve the design expression.

The facility also included extensive electrical, HVAC and plumbing with a fumigation system that sanitizes received products prior to release to the shipping agent.

A 30K square-foot penthouse was designed and added to the building during construction to accommodate additional space requirements. The project was finished on-time, completed 8 months ahead of schedule and within budget and was considered State-of-the-art at the time of completion.

HIWAY | 20

Work was performed adjacent to NJT/Amtrak mainline tracks and included demolition, caissons, reinforced concrete, canopy erection, and elevators.

The project was completed ahead of schedule in December 1998, below cost of the owner’s budget and valued at $2 million.

The Joint Venture of Schiavone/Granite Halmar was selected as the Design-Build team for the new subway station.

Improvements included longer platforms, a mezzanine, and new approach tunnel. Construction entailed complex underpinning of the existing subway lines while mining under active rail lines, installation of secant and h-piles, lagging support, roadway decking, controlled drill and blast operations, utility recollections and support of historical artifacts.

A section of historic Dutch-fort stone wall, discovered during the site’s 2005 excavation was resembled as part of the title wall at the station’s south mezzanine.

The team maintained transit operations during construction.

Work was performed within a congested urban environment and coordinated with Lower Manhattan traffic and activities.

Under a Design-Build contract, Granite Halmar constructed the new Grand Avenue 750,000 sq. ft. 3-story operations and maintenance complex in Queens. The first floor provides space to fuel, service, store and repair a fleet of 200 buses. A first-floor mezzanine provides offices and support areas for NYC transit staff. The second floor houses a central maintenance facility for operations and staff.

The building’s roof has 34 ventilation and heat recovery units. Heat conductors warm the fresh air, saving as much as 48% in heating energy costs. A lightweight exterior wall panel system provides for a thermally efficient outer envelope to enclose the building and reduce heating and cooling loads.

HIWAY | 21

JFK PERISHABLES CENTER

AVENEL STATION REC0NSTRUCTION

SOUTH FERRY TERMINAL

GRAND AVENUE BUS DEPOT

The Perishables Center Building 77 was a Design-Build project which included the completion of a 227K square foot steel structure warehouse and office building.

Halmar was responsible for New Jersey Transit’s design and construction of the new Avenel high level platform station.

Used by more than 6 million people each year, including commuter transfers from the Staten Island Ferry Terminal and tourists visiting Battery Park, Statue of Liberty and Ellis Island.

Between 2005-2007, MTA purchased 475 new high capacity, high customer amenity express buses and 284 new environmentally friendly hybrid electric local buses. MTA had ordered an additional 105 low-floor hybrid electric buses for delivery in 2009.

The Facility included a timeless yet modern design with economical exterior metal wall panels and bright accents to achieve the design expression.

The facility also included extensive electrical, HVAC and plumbing with a fumigation system that sanitizes received products prior to release to the shipping agent.

A 30K square-foot penthouse was designed and added to the building during construction to accommodate additional space requirements. The project was finished on-time, completed 8 months ahead of schedule and within budget and was considered State-of-the-art at the time of completion.

HIWAY | 20

Work was performed adjacent to NJT/Amtrak mainline tracks and included demolition, caissons, reinforced concrete, canopy erection, and elevators.

The project was completed ahead of schedule in December 1998, below cost of the owner’s budget and valued at $2 million.

The Joint Venture of Schiavone/Granite Halmar was selected as the Design-Build team for the new subway station.

Improvements included longer platforms, a mezzanine, and new approach tunnel. Construction entailed complex underpinning of the existing subway lines while mining under active rail lines, installation of secant and h-piles, lagging support, roadway decking, controlled drill and blast operations, utility recollections and support of historical artifacts.

A section of historic Dutch-fort stone wall, discovered during the site’s 2005 excavation was resembled as part of the title wall at the station’s south mezzanine.

The team maintained transit operations during construction.

Work was performed within a congested urban environment and coordinated with Lower Manhattan traffic and activities.

Under a Design-Build contract, Granite Halmar constructed the new Grand Avenue 750,000 sq. ft. 3-story operations and maintenance complex in Queens. The first floor provides space to fuel, service, store and repair a fleet of 200 buses. A first-floor mezzanine provides offices and support areas for NYC transit staff. The second floor houses a central maintenance facility for operations and staff.

The building’s roof has 34 ventilation and heat recovery units. Heat conductors warm the fresh air, saving as much as 48% in heating energy costs. A lightweight exterior wall panel system provides for a thermally efficient outer envelope to enclose the building and reduce heating and cooling loads.

HIWAY | 21

THE BEST FASHION STATEMENT IS YOUR SAFETY GEAR

JOB SITE The goal is for safety to always be a topic of conversation.

AN ARTICLE FROM STEFANO PAPPALARDO THAT WILL SAVE YOUR LIFE

Hard Hat COMMUNICATION The role that communication plays to the success of a construction project cannot be understated. An important component of that rests with keeping the lines of communication open and ensuring that everyone feels their voice matters. Where there is inadequate or ineffective communication, unfortunate outcomes may be sustained including personal injuries and/or scheduling delays. To prevent this, affirmative steps need to be taken to keep the lines of communication open between management, project managers, superintendents, foremen and site workers.

The first step in demonstrating the important role that safety plays takes place during the safety orientation meeting that is provided to tradespersons in the field. During orientation, company policies and procedures are reviewed and possible site hazards are explored to emphasize the need for everyone to be vigilant about maintaining a safety-compliant worksite. During this initial meeting, there is an intentional effort to create a feeling of camaraderie.

On any project, it is critical that each worker feels as though they belong and that the project is more than a construction site. Success depends upon everyone disclosing any existing or impending hazardous condition(s) as well as looking out for each other—as they would for a member of their own family.

TRAINING During safety orientation, everyone goes through fall protection training. Subsequently, at various times throughout project construction, different crews view engaging videos on a number of safety issues and considerations. The goal is for safety to always be a topic of conversation.

JOB HAZARDS ANALYSIS Our goal has always been zero injuries. Through a risk analysis or a job hazards analysis, construction activities are reviewed to measure the frequency and severity of an activity and to identify those without any form of control in place. On AHB, for example, every task was rated as “extreme” prior to administering engineering and administration controls. Subsequently, the aim becomes getting each task down to a low or moderate level with regard to the frequency and severity levels.

Field engineers first generate the scope of work, equipment needs and the material to be utilized because these factors can trigger HIWAY | 22

hazards. Once completed, the safety manager assesses the risk out of a matrix and begins to control the frequency and severity levels by instituting engineering and administration controls. Additionally, the foreman generates his own hazard profile, which includes contributions from the crew regarding the tasks at hand, associated hazards and control measures. The hazard profile and the crew’s comments are reviewed by the job site safety department and project management team. This is yet another example of how the opinions of the workers in the field are valued, shared with Safety Managers and upper management and incorporated into the safety plan.

Hearing Protection

Eye Protection

Harness

INJURY INDICATORS Minor and lost time injuries are tracked monthly to find leading indicators for causes of injury. The information is stored by trade and foreman, covering the day of the week and the type of injury.

Once the data is compiled, the project management team meets to discuss the findings. The jobsite foreman is then asked to respond and, if after speaking with the project foreman, the findings don’t meet management’s requirements, work on the project stops, and all the trades are required to convene in the yard and be apprised of the findings. Someone from the safety dept. reiterates the company’s commitment to safety and emphasizes the need for everyone to recommit to maintaining an injury-free worksite and always communicate safety hazards.

WEEKLY AUDITS Weekly worksite audits are performed by field engineers, superintendents, and project managers—not just the safety dept., after which they are reviewed by upper management. Similarly, project managers and general superintendents provide toolbox safety discussions. The latter example demonstrates that safety is a concern to all.

A CULTURE OF SAFETY All actions are evaluated to determine their impact on maintaining a safe and productive working environment. Everyone is expected to speak up if a hazardous condition presents itself. We know that our safety program is only as effective as the people who carry it out. A safe worksite will not happen by chance; we must take affirmative steps and remain steadfast in our quest to prevent injuries.

Safety Cable Gloves

“

On any project, it is critical that each worker feels as though they belong and that the project is more than a construction site.

ALSO CONSIDER... ✓ Lanyard ✓ Face Shield ✓ Beam Glider

~ Stefano Pappalardo

HIWAY | 23

THE BEST FASHION STATEMENT IS YOUR SAFETY GEAR

JOB SITE The goal is for safety to always be a topic of conversation.

AN ARTICLE FROM STEFANO PAPPALARDO THAT WILL SAVE YOUR LIFE

Hard Hat COMMUNICATION The role that communication plays to the success of a construction project cannot be understated. An important component of that rests with keeping the lines of communication open and ensuring that everyone feels their voice matters. Where there is inadequate or ineffective communication, unfortunate outcomes may be sustained including personal injuries and/or scheduling delays. To prevent this, affirmative steps need to be taken to keep the lines of communication open between management, project managers, superintendents, foremen and site workers.

The first step in demonstrating the important role that safety plays takes place during the safety orientation meeting that is provided to tradespersons in the field. During orientation, company policies and procedures are reviewed and possible site hazards are explored to emphasize the need for everyone to be vigilant about maintaining a safety-compliant worksite. During this initial meeting, there is an intentional effort to create a feeling of camaraderie.

On any project, it is critical that each worker feels as though they belong and that the project is more than a construction site. Success depends upon everyone disclosing any existing or impending hazardous condition(s) as well as looking out for each other—as they would for a member of their own family.

TRAINING During safety orientation, everyone goes through fall protection training. Subsequently, at various times throughout project construction, different crews view engaging videos on a number of safety issues and considerations. The goal is for safety to always be a topic of conversation.

JOB HAZARDS ANALYSIS Our goal has always been zero injuries. Through a risk analysis or a job hazards analysis, construction activities are reviewed to measure the frequency and severity of an activity and to identify those without any form of control in place. On AHB, for example, every task was rated as “extreme” prior to administering engineering and administration controls. Subsequently, the aim becomes getting each task down to a low or moderate level with regard to the frequency and severity levels.

Field engineers first generate the scope of work, equipment needs and the material to be utilized because these factors can trigger HIWAY | 22

hazards. Once completed, the safety manager assesses the risk out of a matrix and begins to control the frequency and severity levels by instituting engineering and administration controls. Additionally, the foreman generates his own hazard profile, which includes contributions from the crew regarding the tasks at hand, associated hazards and control measures. The hazard profile and the crew’s comments are reviewed by the job site safety department and project management team. This is yet another example of how the opinions of the workers in the field are valued, shared with Safety Managers and upper management and incorporated into the safety plan.

Hearing Protection

Eye Protection

Harness

INJURY INDICATORS Minor and lost time injuries are tracked monthly to find leading indicators for causes of injury. The information is stored by trade and foreman, covering the day of the week and the type of injury.

Once the data is compiled, the project management team meets to discuss the findings. The jobsite foreman is then asked to respond and, if after speaking with the project foreman, the findings don’t meet management’s requirements, work on the project stops, and all the trades are required to convene in the yard and be apprised of the findings. Someone from the safety dept. reiterates the company’s commitment to safety and emphasizes the need for everyone to recommit to maintaining an injury-free worksite and always communicate safety hazards.

WEEKLY AUDITS Weekly worksite audits are performed by field engineers, superintendents, and project managers—not just the safety dept., after which they are reviewed by upper management. Similarly, project managers and general superintendents provide toolbox safety discussions. The latter example demonstrates that safety is a concern to all.

A CULTURE OF SAFETY All actions are evaluated to determine their impact on maintaining a safe and productive working environment. Everyone is expected to speak up if a hazardous condition presents itself. We know that our safety program is only as effective as the people who carry it out. A safe worksite will not happen by chance; we must take affirmative steps and remain steadfast in our quest to prevent injuries.

Safety Cable Gloves

“

On any project, it is critical that each worker feels as though they belong and that the project is more than a construction site.

ALSO CONSIDER... ✓ Lanyard ✓ Face Shield ✓ Beam Glider

~ Stefano Pappalardo

HIWAY | 23

LEO DRAGONE

TOM CATHERALL

Belt Parkway Over Ocean Parkway South Ferry Terminal

Ramp MQ Grand Avenue Bus Depot Belt Parkway over Ocean Parkway

Leo is currently a Project Manager who began his career with Halmar as a Field Engineer in 1999. He has 18 years’ experience on bridge, foundation, aviation, environmental, aqueduct, and Design-Build projects for multiple agencies, including the NYSDOT, the NYCDEP, and the PANYNJ. He’s worked on numerous award winning projects, such as the Design-Build of the Belt Parkway over Ocean Parkway and the JFK International Arrivals Terminal 4, proving to be a valuable asset to the success of the projects he is involved in.

SEAN BURKE Yankee Stadium Station Belt Parkway over Ocean Parkway Sean Burke lives with his wife and 4 children. In his spare time, he enjoys golf, sporting events and coaching his twin sons in basketball.

He has over 24 years’ experience on highway and bridge projects involving large-scale paving, concrete and asphalt in the Hudson Valley and NYC area. Sean started his career as an estimator and bid on billions of dollars’ worth of work. Recently, he has been a Superintendent and Project Manager on almost all of Halmar’s bridge projects.

HIWAY | 24

Thomas Catherall has nearly 20 years of engineering experience on projects including mass transit, roadways, bridges and buildings for State and City departments of transportation and transit systems. Tom is Halmar’s leading Design/Build Integrator whose main focus is to ensure that a design is efficiently constructed. Tom has worked on the award-winning Belt Parkway Design-Build project and the NYCT Grand Avenue Bus Depot.

JAMES KU Ramp MQ Route 42 James Ku lives in Whitestone, NY. In his spare time, he enjoys watching sports and Engineering/Construction shows, catching up with friends and swimming.

He has specifically worked in the capacities of Project Engineer and Assistant Project Manager for Design/Build projects including NYSDOT’s emergency D/B of 2 bridges, and TBTA’s Ramp MQ project. He has demonstrated experience in scheduling, review of contract drawings, QA, documentation, working with vendors and subcontractors, and directing the team to achieve tasks on time and within budget.

BRENDAN MCLAUGHLIN

ROB POWER

Patroon Island Bridge (Design-Build Elements)

Ramp MQ

Ramp MQ

Donal Curley is a result oriented, highly motivated Construction Professional with 20 years’ experience of heavy construction experience. His career path from a Junior Estimator to Project Manager brings a wealth of experience and practical knowledge. He has experience successfully managing complex and challenging Bridge, Airport and Rail projects ranging in value from $20M to $145M. His first-rate leadership skills and attention to detail contribute to his ability to set objectives and deliver projects on time and within budget.

Brendan has 15+ years of experience in the construction industry. In 1999 Brendan joined Halmar as a field engineer; during the next 5 years with Halmar he rose to Project Engineer and Project Manager before taking a position with Northbrook Contracting Corp as a Project Manager. He has worked on a variety of Public and Private Sector projects including Metro North, NJ Transit, NYSDOT, T.B.T.A., NYC Parks Dept., NYCEDC, NYCDDC, Turner, Tishman, The Liro Group, multiple developers, and many Schools. In 2012, he rejoined Halmar as a Project Manager.

Rob Power has 25 years of experience on rail, highway and bridge, and aviation projects, including design-build, in the Hudson Valley and NYC area. Rob started his career in engineering as a designer of bridges and large civil projects. Rob joined Halmar in 1998 as a project engineer and quickly ascended to a Project Manager’s position. He has been involved in the billion dollar mega projects; MTA-East Side Access, MTA-7 Line Extension, JFK Airport Light Rail and WTC Path Station.

DONAL CURLEY

HIWAY | 25

LEO DRAGONE

TOM CATHERALL

Belt Parkway Over Ocean Parkway South Ferry Terminal

Ramp MQ Grand Avenue Bus Depot Belt Parkway over Ocean Parkway

Leo is currently a Project Manager who began his career with Halmar as a Field Engineer in 1999. He has 18 years’ experience on bridge, foundation, aviation, environmental, aqueduct, and Design-Build projects for multiple agencies, including the NYSDOT, the NYCDEP, and the PANYNJ. He’s worked on numerous award winning projects, such as the Design-Build of the Belt Parkway over Ocean Parkway and the JFK International Arrivals Terminal 4, proving to be a valuable asset to the success of the projects he is involved in.

SEAN BURKE Yankee Stadium Station Belt Parkway over Ocean Parkway Sean Burke lives with his wife and 4 children. In his spare time, he enjoys golf, sporting events and coaching his twin sons in basketball.

He has over 24 years’ experience on highway and bridge projects involving large-scale paving, concrete and asphalt in the Hudson Valley and NYC area. Sean started his career as an estimator and bid on billions of dollars’ worth of work. Recently, he has been a Superintendent and Project Manager on almost all of Halmar’s bridge projects.

HIWAY | 24

Thomas Catherall has nearly 20 years of engineering experience on projects including mass transit, roadways, bridges and buildings for State and City departments of transportation and transit systems. Tom is Halmar’s leading Design/Build Integrator whose main focus is to ensure that a design is efficiently constructed. Tom has worked on the award-winning Belt Parkway Design-Build project and the NYCT Grand Avenue Bus Depot.

JAMES KU Ramp MQ Route 42 James Ku lives in Whitestone, NY. In his spare time, he enjoys watching sports and Engineering/Construction shows, catching up with friends and swimming.

He has specifically worked in the capacities of Project Engineer and Assistant Project Manager for Design/Build projects including NYSDOT’s emergency D/B of 2 bridges, and TBTA’s Ramp MQ project. He has demonstrated experience in scheduling, review of contract drawings, QA, documentation, working with vendors and subcontractors, and directing the team to achieve tasks on time and within budget.

BRENDAN MCLAUGHLIN

ROB POWER

Patroon Island Bridge (Design-Build Elements)

Ramp MQ

Ramp MQ

Donal Curley is a result oriented, highly motivated Construction Professional with 20 years’ experience of heavy construction experience. His career path from a Junior Estimator to Project Manager brings a wealth of experience and practical knowledge. He has experience successfully managing complex and challenging Bridge, Airport and Rail projects ranging in value from $20M to $145M. His first-rate leadership skills and attention to detail contribute to his ability to set objectives and deliver projects on time and within budget.

Brendan has 15+ years of experience in the construction industry. In 1999 Brendan joined Halmar as a field engineer; during the next 5 years with Halmar he rose to Project Engineer and Project Manager before taking a position with Northbrook Contracting Corp as a Project Manager. He has worked on a variety of Public and Private Sector projects including Metro North, NJ Transit, NYSDOT, T.B.T.A., NYC Parks Dept., NYCEDC, NYCDDC, Turner, Tishman, The Liro Group, multiple developers, and many Schools. In 2012, he rejoined Halmar as a Project Manager.

Rob Power has 25 years of experience on rail, highway and bridge, and aviation projects, including design-build, in the Hudson Valley and NYC area. Rob started his career in engineering as a designer of bridges and large civil projects. Rob joined Halmar in 1998 as a project engineer and quickly ascended to a Project Manager’s position. He has been involved in the billion dollar mega projects; MTA-East Side Access, MTA-7 Line Extension, JFK Airport Light Rail and WTC Path Station.

DONAL CURLEY

HIWAY | 25

THE FACTS

DE•SIGN-BUILD (dih-zahyn-bild) n.

1. Is a project delivery system used in the construction industry. It is a method to deliver a project in which the design and construction services are contracted by a single entity known as the design–builder or design–build contractor.

ONE ENTITY - ONE CONTRACT - ONE FLOW OF WORK

Accounts for nearly 40% of nonresidential design and construction

Virtually eliminates litigation claims for owners

Decreases an owner’s administrative burden via the single point of responsibility contract; this way owners can focus on the project rather than managing disparate contracts.

TRADITIONAL PROJECT DELIVERY

VS DESIGN-BUILD PROJECT DELIVERY

OWNER

DESIGNER

DESIGN-BUILD ENTITY

SUB-CONSULTANTS

SUB-CONSULTANTS

DELIVERY SYSTEMS THAT OFFER THE BEST VALUE FOR OWNERS ACCORDING TO CONTRACTORS WHO HAVE USED THESE DELIVERY SYSTEMS

Design-Bid-Build 14%

DESIGN-BUILD

DESIGN-BID-BUILD

24%

55%

10%

Faster delivery speed

7%

CONSTRUCTION SPEED DELIVERY SPEED

Lower overall project cost Non-residential construction market share

CM-at-RISK

COST GROWTH SCHEDULE GROWTH

33% 60%

67% 7%

6.1% 12% 33.5% 5.2% 11.4%

DESIGN-BUILD

48%

DESIGN-BID-BUILD

UNDER BUDGET

OVER BUDGET

Lower Faster Faster Less NO DESIGN-BUILD DESIGN-BUILD

Less

21%

28%

19% 31% 19%

20%

CM-at-RISK

34%

32%

10% or More

29%

5%

DESIGN-BUILD WITH LIMITATIONS

BEST PROJECT DELIVERY SYSTEM FOR IMPROVING SPECIFIC PROJECT OUTCOMES ACCORDING TO CONTRACTORS WHO HAVE WORKED WITH THESE DELIVERY SYSTEMS Design-Bid-Build 11% Design-Build CM-at-Risk

13%

No system is better than others

HIWAY | 26 ON BUDGET

STATES THAT USE DESIGN-BUILD|2014

IMPACT OF DELIVERY SYSTEMS ON PROJECT BUDGETS ACCORDING TO OWNERS

14%

27% 67%

VS DESIGN-BID-BUILD

UNIT COST

IMPACT OF DELIVERY SYSTEMS ON PROJECT BUDGETS ACCORDING TO OWNERS

23%

Design-Build CM-at-Risk

DESIGN-BUILD

33% 06% 40%

OWNER

CONTRACTOR

SUB-CONSULTANTS

Optimizes the use of innovations such as BIM and Lean concepts

5%-9%

Less than 5%

Don’t know

38% 31%

HIWAY | 27

THE FACTS

DE•SIGN-BUILD (dih-zahyn-bild) n.

1. Is a project delivery system used in the construction industry. It is a method to deliver a project in which the design and construction services are contracted by a single entity known as the design–builder or design–build contractor.

ONE ENTITY - ONE CONTRACT - ONE FLOW OF WORK

Accounts for nearly 40% of nonresidential design and construction

Virtually eliminates litigation claims for owners

Decreases an owner’s administrative burden via the single point of responsibility contract; this way owners can focus on the project rather than managing disparate contracts.

TRADITIONAL PROJECT DELIVERY

VS DESIGN-BUILD PROJECT DELIVERY

OWNER

DESIGNER

DESIGN-BUILD ENTITY

SUB-CONSULTANTS

SUB-CONSULTANTS

DELIVERY SYSTEMS THAT OFFER THE BEST VALUE FOR OWNERS ACCORDING TO CONTRACTORS WHO HAVE USED THESE DELIVERY SYSTEMS

Design-Bid-Build 14%

DESIGN-BUILD

DESIGN-BID-BUILD

24%

55%

10%

Faster delivery speed

7%

CONSTRUCTION SPEED DELIVERY SPEED

Lower overall project cost Non-residential construction market share

CM-at-RISK

COST GROWTH SCHEDULE GROWTH

33% 60%

67% 7%

6.1% 12% 33.5% 5.2% 11.4%

DESIGN-BUILD

48%

DESIGN-BID-BUILD

UNDER BUDGET

OVER BUDGET

Lower Faster Faster Less NO DESIGN-BUILD DESIGN-BUILD

Less

21%

28%

19% 31% 19%

20%

CM-at-RISK

34%

32%

10% or More

29%

5%

DESIGN-BUILD WITH LIMITATIONS

BEST PROJECT DELIVERY SYSTEM FOR IMPROVING SPECIFIC PROJECT OUTCOMES ACCORDING TO CONTRACTORS WHO HAVE WORKED WITH THESE DELIVERY SYSTEMS Design-Bid-Build 11% Design-Build CM-at-Risk

13%

No system is better than others

HIWAY | 26 ON BUDGET

STATES THAT USE DESIGN-BUILD|2014

IMPACT OF DELIVERY SYSTEMS ON PROJECT BUDGETS ACCORDING TO OWNERS

14%

27% 67%

VS DESIGN-BID-BUILD

UNIT COST

IMPACT OF DELIVERY SYSTEMS ON PROJECT BUDGETS ACCORDING TO OWNERS

23%

Design-Build CM-at-Risk

DESIGN-BUILD

33% 06% 40%

OWNER

CONTRACTOR

SUB-CONSULTANTS

Optimizes the use of innovations such as BIM and Lean concepts

5%-9%

Less than 5%

Don’t know

38% 31%

HIWAY | 27

Tied Knot

James Ku

James Ku Married, May 16, 2014

HALMAR RACING

Erin Daly Married, November 7, 2014 Chris Lombardi Married, June 21, 2014

Erin Daily

Chris Lombardi

WHAT’S GOING ON AT HALMAR TODAY...

Savannah Marie

William

BabyBoom

The season is heating up at Halmar Racing!

Driver, Mike Ricci won 3 modified races at Accord Speedway, currently 2nd in season point standings, while Matt Janiak won 3 sportsman races at Orange County Fair Speedway, currently 3rd in points. Back in the shop, the team just took delivery of another new Teo chassis that will be another Big Block that Willy Auchmoddy will be driving. Racing fans and teams alike are looking forward to Brett Hearns Big Show 7 at Albany-Saratoga Speedway on August 12. The Halmar team is particularly excited because NASCAR driver Kenny Wallace will be driving one of the Halmar cars! Thank you to everyone that came out to support the team on employee night and St Jude events. More opportunities to see the race team are coming!

DEVILS TRUCK The New Jersey Devils organization only expected a few thousand entries but what they got this past hockey season was almost 40K entries for a chance to win a Ford F150. The truck, carefully and artfully designed by the marketing team at Halmar was awarded this April to Colleen a very enthusiastic Devils fan from NJ. Continuing our partnership with the NJ devils in the upcoming season we hope to make Devils fans of all our Halmar family!

Lindsay Rizzo welcomed a baby girl Savannah Marie, December 2nd 2014 6 lbs 1.5 oz Matt Katkocin welcomed a baby boy William, Nov. 9th, 10 lbs, 11 oz Anthony Manganillo welcomed a baby girl Olivia Yunah, 6lbs 4oz Olivia

Dumas IV

Dumas Gabbriellini welcomed a baby boy Dumas IV-(4th), May 30th, 9 lbs

THE SCORE SO FAR....

Allen Avakian Director of Employee Development Geoff Ruiz Information Technology

NewFaces

Cory Charbonneau Engineer Jeff Marron Superintendent

Sharon Sabo Office Manager Lorraine Stedman Executive Assistant Sze Yin Tam Estimating Nick Almeter Project Manager

It was an epic meeting. The British Royals, William and Kate met the power couple some have deemed the American Royals, Beyonce and Jay-Z. And who else was there at the Brooklyn Nets game during this momentous occasion? Why, Halmar’s advertising LED banners, of course!

We hope the Royal Family got a peek at our ever-present advertising efforts...and if they ever think of building a summer retreat stateside, they stop by and ask us for one of our dynamic design/builds!

Jen Domin Proposal Coordinator HIWAY | 28

HIWAY | 29

Tied Knot

James Ku

James Ku Married, May 16, 2014

HALMAR RACING

Erin Daly Married, November 7, 2014 Chris Lombardi Married, June 21, 2014

Erin Daily

Chris Lombardi

WHAT’S GOING ON AT HALMAR TODAY...

Savannah Marie

William

BabyBoom

The season is heating up at Halmar Racing!

Driver, Mike Ricci won 3 modified races at Accord Speedway, currently 2nd in season point standings, while Matt Janiak won 3 sportsman races at Orange County Fair Speedway, currently 3rd in points. Back in the shop, the team just took delivery of another new Teo chassis that will be another Big Block that Willy Auchmoddy will be driving. Racing fans and teams alike are looking forward to Brett Hearns Big Show 7 at Albany-Saratoga Speedway on August 12. The Halmar team is particularly excited because NASCAR driver Kenny Wallace will be driving one of the Halmar cars! Thank you to everyone that came out to support the team on employee night and St Jude events. More opportunities to see the race team are coming!

DEVILS TRUCK The New Jersey Devils organization only expected a few thousand entries but what they got this past hockey season was almost 40K entries for a chance to win a Ford F150. The truck, carefully and artfully designed by the marketing team at Halmar was awarded this April to Colleen a very enthusiastic Devils fan from NJ. Continuing our partnership with the NJ devils in the upcoming season we hope to make Devils fans of all our Halmar family!

Lindsay Rizzo welcomed a baby girl Savannah Marie, December 2nd 2014 6 lbs 1.5 oz Matt Katkocin welcomed a baby boy William, Nov. 9th, 10 lbs, 11 oz Anthony Manganillo welcomed a baby girl Olivia Yunah, 6lbs 4oz Olivia

Dumas IV

Dumas Gabbriellini welcomed a baby boy Dumas IV-(4th), May 30th, 9 lbs

THE SCORE SO FAR....

Allen Avakian Director of Employee Development Geoff Ruiz Information Technology

NewFaces

Cory Charbonneau Engineer Jeff Marron Superintendent

Sharon Sabo Office Manager Lorraine Stedman Executive Assistant Sze Yin Tam Estimating Nick Almeter Project Manager

It was an epic meeting. The British Royals, William and Kate met the power couple some have deemed the American Royals, Beyonce and Jay-Z. And who else was there at the Brooklyn Nets game during this momentous occasion? Why, Halmar’s advertising LED banners, of course!

We hope the Royal Family got a peek at our ever-present advertising efforts...and if they ever think of building a summer retreat stateside, they stop by and ask us for one of our dynamic design/builds!

Jen Domin Proposal Coordinator HIWAY | 28

HIWAY | 29

AT THE YARD C228 Komatsu P

TR-500XL

THE HALMAR EQUIPMENT LINE-UP

On a typical work day, about 40 pieces of Halmar heavy equipment, from cranes, to excavators, and pavers, rumble to life on Halmar projects across the Northeast.

This doesn’t include the myriad of light and heavy trucks, and other tools and equipment spread across our project sites. Making sure that they are all properly maintained, and planning for our future equipment needs is a 24/7 operation. This is the job of the Halmar

Equipment Division in Maybrook. Lee Trogisch who heads up that facility is a 30-year Halmar veteran. Lee began as a teamster with Halmar in 1979, driving a Low Boy on project sites during the day and driving a fuel truck, topping off Halmar equipment in the field starting in the middle of the night. Today, not that much has changed, except Lee’s got a full-time staff of 3 to help make sure we are fully operational 100% of the time.

The day to day maintenance and logistics of making sure each piece of equipment is in top operating condition, and where it needs to be when it needs to be there, is a big enough task. But beyond that, a good part of the time at fleet operations is spent thinking through Halmar’s upcoming equipment needs, both for our active projects and those that have yet to actually start. Sometimes its just working out logistics of availabilities and deliveries to the sites, other times plans have to be made to expand the fleet acquiring additional

Bidwell

equipment.

That planning starts Chris and Paul and our guys who are running our projects. We communicate with them continuously to make sure we understand our current and future equipment needs, so that what they need is available when they need it.”

The type of equipment to maintain in inventory and decisions regarding new equipment acquisitions are a bit HALMAR’S EQUIPMENT LINE-UP continued on page 32

Deere 75G CAT 446

CAT Forklift

CAT M322D

CAT 308C

CAT Excavator CAT 950K

HIWAY | 30

Komatsu Front Loader

Hitachi 220W

HIWAY | 31

AT THE YARD C228 Komatsu P

TR-500XL

THE HALMAR EQUIPMENT LINE-UP

On a typical work day, about 40 pieces of Halmar heavy equipment, from cranes, to excavators, and pavers, rumble to life on Halmar projects across the Northeast.

This doesn’t include the myriad of light and heavy trucks, and other tools and equipment spread across our project sites. Making sure that they are all properly maintained, and planning for our future equipment needs is a 24/7 operation. This is the job of the Halmar

Equipment Division in Maybrook. Lee Trogisch who heads up that facility is a 30-year Halmar veteran. Lee began as a teamster with Halmar in 1979, driving a Low Boy on project sites during the day and driving a fuel truck, topping off Halmar equipment in the field starting in the middle of the night. Today, not that much has changed, except Lee’s got a full-time staff of 3 to help make sure we are fully operational 100% of the time.

The day to day maintenance and logistics of making sure each piece of equipment is in top operating condition, and where it needs to be when it needs to be there, is a big enough task. But beyond that, a good part of the time at fleet operations is spent thinking through Halmar’s upcoming equipment needs, both for our active projects and those that have yet to actually start. Sometimes its just working out logistics of availabilities and deliveries to the sites, other times plans have to be made to expand the fleet acquiring additional

Bidwell

equipment.

That planning starts Chris and Paul and our guys who are running our projects. We communicate with them continuously to make sure we understand our current and future equipment needs, so that what they need is available when they need it.”

The type of equipment to maintain in inventory and decisions regarding new equipment acquisitions are a bit HALMAR’S EQUIPMENT LINE-UP continued on page 32

Deere 75G CAT 446

CAT Forklift

CAT M322D

CAT 308C

CAT Excavator CAT 950K

HIWAY | 30

Komatsu Front Loader

Hitachi 220W

HIWAY | 31

CONSTRUCTION APP PICK

KOMAT SU PC3 60

CAT 950M

The object of the game is to build a bridge strong enough for a pair of cars, trucks, or a single gasoline tanker to cross. Each level has a list of materials that can be used to piece together the bridge, with a set budget that you can’t go over.

You connect the various materials together in any pattern of your choosing to build a road for the bridge, along with a support system to hold it up. Some levels are simple, requiring only the road to span a river with a triangle-style support system. Other levels are far more complicated and force you to dig deep to recall high school math, taking into account weight bearing calculations and such. I found trying to connect the various materials in a way that would create a sturdy object to be extremely challenging.

HALMAR’S EQUIPMENT LINE-UP continued from page 31

of a balancing act. How long to hold on to a piece of equipment is based on the kind of service it has seen, but 3-5 years is an average.

Currently, Halmar’s has about 20 excavators in the fleet, which are roughly divided evenly between large and compact units. Halmar’s extensive work in New York’s constrained sites often requires the use of compact units like the CAT M315D, John Deere 75G, Komatsu PC228-8 and Hitachi 220W.

KOMATSU PC228USLC

Additions to the fleet are generally done as purchases rather than leases, with rental equipment filling out our fleet for shorter duration requirements. The purchase deals are competitively shopped, comparing factors like equipment features or preferences, the most favorable financing options, and warranty coverage.

Most of Halmar’s earthmoving equipment is made

by CAT and KOMATSU, although we also have some units manufactured by John Deere, and their Hitachi brand. Halmar’s long-standing relationship with heavy equipment dealers throughout the region means we can usually package additional benefits into the deal like on-site service, where the dealer maintains the equipment at our job sites.

Like most industries, this equipment is catching up with computer technology, resulting in some interesting capabilities. CAT, for instance, offers their CAT CONNECT which provides real-time monitoring of equipment in the field. According to Lee: “These added capabilities are great for monitoring everything from fuel burn rates, actual operating hours, exactly when the unit is running, if it’s running hot, or within limits, even when it is being transported, and to where.

These systems make it easier to see trouble coming before a failure occurs, and also makes these units much less of a target for theft.“

KNOW YOUR FALL PROTECTION TERMINOLOGY?

9

GOHNERCAA

14 18 19

SSRAENH DANAYLR

3 1

LEILFINE

20 6

GRDUALRAI TONSIGPONI CEIDEV DIANELG SEGDE GIRANNW LENI BARDEOTO HONKOASP

5

23 17

21

8 10

2 22

15 Sean Burke

16 4 12 11 7 13

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23

450XL R T n o T 5 dano 4 HIWAYT |a 32

Vogele 51 00-2

Paver.

SEPARATED AT BIRTH

Anthony John “Tony” Soprano

Helped Design-Build the Yankee Stadium Rail Station

Loves to bet illegally over The New York Yankees

Project Manager on almost all Halmar Bridge Projects

Went from Soldier to Crime Boss for his organization

1 A secure point of attachment for lifelines devices 2 Straps which can be secured about an employee so as to distribute fall arrest forces 3 A flexible line of rope or strap which generally has a connector at each end for connecting the body belt or body harness to a deceleration device. 4 A flexible line for connection to an anchorage at one end to hang vertically. 5 A barrier erected to prevent employees from falling to lower levels. 6 A body belt or harness rigged to allow an employee to be supported on an elevated surface and work with both hands free. 7 Edges of a floor roof or formwork for a floor or other walking/working surfaces. 8 A barrier erected on a roof to warn employees that they are approaching an unprotected roof side or edge. 9 A low protective barrier that will prevent the fall of materials and equipment to lower levels. 10 A connector comprised of a hook-shaped member with a normally closed keeper.

HIWAY | 33

CONSTRUCTION APP PICK

KOMAT SU PC3 60

CAT 950M

The object of the game is to build a bridge strong enough for a pair of cars, trucks, or a single gasoline tanker to cross. Each level has a list of materials that can be used to piece together the bridge, with a set budget that you can’t go over.

You connect the various materials together in any pattern of your choosing to build a road for the bridge, along with a support system to hold it up. Some levels are simple, requiring only the road to span a river with a triangle-style support system. Other levels are far more complicated and force you to dig deep to recall high school math, taking into account weight bearing calculations and such. I found trying to connect the various materials in a way that would create a sturdy object to be extremely challenging.

HALMAR’S EQUIPMENT LINE-UP continued from page 31

of a balancing act. How long to hold on to a piece of equipment is based on the kind of service it has seen, but 3-5 years is an average.

Currently, Halmar’s has about 20 excavators in the fleet, which are roughly divided evenly between large and compact units. Halmar’s extensive work in New York’s constrained sites often requires the use of compact units like the CAT M315D, John Deere 75G, Komatsu PC228-8 and Hitachi 220W.

KOMATSU PC228USLC

Additions to the fleet are generally done as purchases rather than leases, with rental equipment filling out our fleet for shorter duration requirements. The purchase deals are competitively shopped, comparing factors like equipment features or preferences, the most favorable financing options, and warranty coverage.

Most of Halmar’s earthmoving equipment is made

by CAT and KOMATSU, although we also have some units manufactured by John Deere, and their Hitachi brand. Halmar’s long-standing relationship with heavy equipment dealers throughout the region means we can usually package additional benefits into the deal like on-site service, where the dealer maintains the equipment at our job sites.

Like most industries, this equipment is catching up with computer technology, resulting in some interesting capabilities. CAT, for instance, offers their CAT CONNECT which provides real-time monitoring of equipment in the field. According to Lee: “These added capabilities are great for monitoring everything from fuel burn rates, actual operating hours, exactly when the unit is running, if it’s running hot, or within limits, even when it is being transported, and to where.

These systems make it easier to see trouble coming before a failure occurs, and also makes these units much less of a target for theft.“

KNOW YOUR FALL PROTECTION TERMINOLOGY?

9

GOHNERCAA

14 18 19

SSRAENH DANAYLR

3 1

LEILFINE

20 6

GRDUALRAI TONSIGPONI CEIDEV DIANELG SEGDE GIRANNW LENI BARDEOTO HONKOASP

5

23 17

21

8 10

2 22

15 Sean Burke

16 4 12 11 7 13

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23

450XL R T n o T 5 dano 4 HIWAYT |a 32

Vogele 51 00-2

Paver.

SEPARATED AT BIRTH

Anthony John “Tony” Soprano

Helped Design-Build the Yankee Stadium Rail Station

Loves to bet illegally over The New York Yankees

Project Manager on almost all Halmar Bridge Projects

Went from Soldier to Crime Boss for his organization

1 A secure point of attachment for lifelines devices 2 Straps which can be secured about an employee so as to distribute fall arrest forces 3 A flexible line of rope or strap which generally has a connector at each end for connecting the body belt or body harness to a deceleration device. 4 A flexible line for connection to an anchorage at one end to hang vertically. 5 A barrier erected to prevent employees from falling to lower levels. 6 A body belt or harness rigged to allow an employee to be supported on an elevated surface and work with both hands free. 7 Edges of a floor roof or formwork for a floor or other walking/working surfaces. 8 A barrier erected on a roof to warn employees that they are approaching an unprotected roof side or edge. 9 A low protective barrier that will prevent the fall of materials and equipment to lower levels. 10 A connector comprised of a hook-shaped member with a normally closed keeper.

HIWAY | 33

EXOSKELETONS: TRANSFORMING THE JOB SITE According to Arcadis, a major construction consultancy, global construction output will grow 70% by 2025. 1 To meet the growing demand for additional capacity. Our industry must look to innovative solutions and technologies.

ENTER THE “EXOSKELETON,” a wearable robotic suit that augments the strength of its wearer. As this nascent technological innovation leaps from the pages of science fiction into reality, new applications are rapidly emerging in the military, medicine, manufacturing and we believe, in the not distant future, construction.

Beginning in 2001, the US Defense Advanced Research Projects Agency (DARPA) allocated $50 million dollars for a five-year program: the Exoskeletons for Human Performance Augmentation project.2 Only two of the numerous participating firms have been in active development: Raytheon and Lockheed Martin. Both firm’s devices use hydraulic actuators to control the external spine, hips, legs, and arms the suit provides the wearer, providing hyper-human strength, for carrying heavy military equipment on long marches, or to run at speeds beyond normal human performance capabilities.3 The Raytheon system, called XOS 2, has a 17:1 perceived to actual weight ratio, which the Army estimates will triple the work capacity of its

Today, Lockheed Martin, under the product name FORTIS, and Ekso Bionics are both developing scaled down units for industrial and medical applications. From enabling workers on construction sites to operate heavy tools for extended durations, to restoring the ability to walk to those with spinal cord injuries, these devices promise incredible breakthroughs in ways only now being imagined.

soldiers, reducing manpower requirements and cost.

The Lockheed Martin system, known as the Human Universal Load Carrier (HULC), originally developed by Professor H. Kazerooni and his team at Ekso Bionics, utilizes hydraulics powered by a lithium-ion battery pack, freeing the wearer from being tethering to a power source, and enables soldiers to carry loads of up to 200 pounds at up to 10 mph. In 2009, Ekso Bionics reached an exclusive licensing agreement with Lockheed Martin’s Missiles and Fire Control business unit.4 Their continued development of the technology resulted in smaller, lighter weight units, with lower power demands that can conduct up to 8-hour missions.

The implications for this in the construction industry are huge. Tests have shown that an exoskeleton device can increase productivity up to 2700%, when measuring the time a worker can hold a 16-pound grinder overhead without having to rest.5 With the exoskeleton effectively making the tool weightless, the risk of muscle strain and injury is substantially reduced, allowing workers to focus their energies on performing the task more accurately and quickly, with less wear and tear on the individual. The benefits of reduced job site injuries and increased productivity make this an innovation that can revolutionize the construction industry.6 And, as always, Halmar will be on the leading edge, adopting this technology to deliver higher quality, more competitive projects!

1 id.

HIWAY | 34

2.SecondGeneration Robotics Suit, United States of America, Army Technology Market & Customer Insight, available at http://www. armytechnoloy.

com/project/ raytheon-xos-2exoskeleton-us

Lockheed Martin.

Retrieved 201108-02.

3.David Axe, “Combat Exoskeleton Marches Toward Afghanistan Deployment,” WIRED (5/23/12)

5. id.

4.“HULC”.

6. Cyrus Farivar, “Ministry of Innovation/ Business of Technology,” ars technica (July 5, 2015),

available at http:// arstechnica.com/ business/2015/07/ why-you-might-beseeing-mechanicalexoskeletons-onconstruction-sitessoon/

HIWAY | 35

EXOSKELETONS: TRANSFORMING THE JOB SITE According to Arcadis, a major construction consultancy, global construction output will grow 70% by 2025. 1 To meet the growing demand for additional capacity. Our industry must look to innovative solutions and technologies.

ENTER THE “EXOSKELETON,” a wearable robotic suit that augments the strength of its wearer. As this nascent technological innovation leaps from the pages of science fiction into reality, new applications are rapidly emerging in the military, medicine, manufacturing and we believe, in the not distant future, construction.

Beginning in 2001, the US Defense Advanced Research Projects Agency (DARPA) allocated $50 million dollars for a five-year program: the Exoskeletons for Human Performance Augmentation project.2 Only two of the numerous participating firms have been in active development: Raytheon and Lockheed Martin. Both firm’s devices use hydraulic actuators to control the external spine, hips, legs, and arms the suit provides the wearer, providing hyper-human strength, for carrying heavy military equipment on long marches, or to run at speeds beyond normal human performance capabilities.3 The Raytheon system, called XOS 2, has a 17:1 perceived to actual weight ratio, which the Army estimates will triple the work capacity of its

Today, Lockheed Martin, under the product name FORTIS, and Ekso Bionics are both developing scaled down units for industrial and medical applications. From enabling workers on construction sites to operate heavy tools for extended durations, to restoring the ability to walk to those with spinal cord injuries, these devices promise incredible breakthroughs in ways only now being imagined.

soldiers, reducing manpower requirements and cost.

The Lockheed Martin system, known as the Human Universal Load Carrier (HULC), originally developed by Professor H. Kazerooni and his team at Ekso Bionics, utilizes hydraulics powered by a lithium-ion battery pack, freeing the wearer from being tethering to a power source, and enables soldiers to carry loads of up to 200 pounds at up to 10 mph. In 2009, Ekso Bionics reached an exclusive licensing agreement with Lockheed Martin’s Missiles and Fire Control business unit.4 Their continued development of the technology resulted in smaller, lighter weight units, with lower power demands that can conduct up to 8-hour missions.

The implications for this in the construction industry are huge. Tests have shown that an exoskeleton device can increase productivity up to 2700%, when measuring the time a worker can hold a 16-pound grinder overhead without having to rest.5 With the exoskeleton effectively making the tool weightless, the risk of muscle strain and injury is substantially reduced, allowing workers to focus their energies on performing the task more accurately and quickly, with less wear and tear on the individual. The benefits of reduced job site injuries and increased productivity make this an innovation that can revolutionize the construction industry.6 And, as always, Halmar will be on the leading edge, adopting this technology to deliver higher quality, more competitive projects!

1 id.

HIWAY | 34

2.SecondGeneration Robotics Suit, United States of America, Army Technology Market & Customer Insight, available at http://www. armytechnoloy.

com/project/ raytheon-xos-2exoskeleton-us

Lockheed Martin.

Retrieved 201108-02.

3.David Axe, “Combat Exoskeleton Marches Toward Afghanistan Deployment,” WIRED (5/23/12)

5. id.

4.“HULC”.

6. Cyrus Farivar, “Ministry of Innovation/ Business of Technology,” ars technica (July 5, 2015),

available at http:// arstechnica.com/ business/2015/07/ why-you-might-beseeing-mechanicalexoskeletons-onconstruction-sitessoon/

HIWAY | 35

HIWAY | 36